Ethics and Organizational Decision Making: A Call for Renewal

Greenwood Publishing Group, 1994 - 214 sidor

Decision making is the critical key to survival in the future. It is the contention of this book that we must increase our understanding of organizational decision making in general and ethical decision making in particular. Ethics underlies much of what happens in modern organizations. Organizations, which institutionalize ethics, develop a culture based on ethical values and consistently display them in all their activities. They derive a number of positive benefits: improved top management control, increased productivity, avoidance of litigation and an enhanced image that attracts talent and the public's good will.

The major aim of this book is to provide a better understanding and integration of the variables that are important to institutionalizing ethics within any organization. It pays particular attention to decision making, organizational culture, the role of management, and groupthink. Clear lessons from real firms' experiences are drawn: firms can counteract and turnaround unethical behavior by learning to cope with inevitable conflicts, by introducing disagreement as part of the decision making process, by installing an effective training program and by changing employee-employer contracts. The author takes corporate CEOs, human resource managers and scholars from understanding the problem, to what it takes to establish, institutionalize and maintain ethics in organizations.

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Ethics in Organizations
Ethics and the Challenge of Ethical Behavior
The Nature of Decision Making in Organizations
The Relationship between Groupthink and Unethical
Leadership and Unethical Behavior in Action
Countering Unethical Behavior
An Ethical Turnaround
Can We Teach
Maintaining Ethical EmployeeEmployer Contracts
Institutionalizing Ethics in Organizations

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Populära avsnitt

Sida 62 - groupthink" as a quick and easy way to refer to a mode of thinking that people engage in when they are deeply involved in a cohesive ingroup. when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.
Sida 199 - Don't say things. What you are stands over you the while, and thunders so that I cannot hear what you say to the contrary.
Sida 111 - Can you discuss the problem with the affected parties before you make your decision? 9. Are you confident that your position will be as valid over a long period of time as it seems now? 10. Could you disclose without qualm your decision or action to your boss, your CEO, the board of directors, your family, society as a whole?
Sida 69 - Direct pressure on any member who expresses strong arguments against any of the group's stereotypes, illusions, or commitments, making clear that this type of dissent is contrary to what is expected of all loyal members; 6.
Sida 63 - Members consider loyalty to the group the highest form of morality. That loyalty requires each member to avoid raising controversial issues, questioning weak arguments or calling a halt to soft-headed thinking.
Sida 110 - How did this situation occur in the first place? 4. To whom and to what do you give your loyalty as a person and as a member of the corporation?
Sida 69 - ... mindguards — members who protect the group from adverse information that might shatter their shared complacency about the effectiveness and morality of their decisions.
Sida 67 - Insulation of the group 3. Lack of methodical procedures for search and appraisal 4. Directive leadership 5. High stress with a low degree of hope for finding a better solution than the one favored by the leader or other influential persons Concurrence-Seeking Tendency Symptoms of Groupthink 1 . Illusion of invulnerability 2.
Sida 70 - Steers says that organizational commitment can be defined as the relative strength of an individual's identification with and involvement in a particular organization...
Sida 25 - Organizations view that encourages "using" people in a way that promotes stereotypes and undermines empathy and compassion. This is a highly selfish perspective, one that sacrifices concerns for others in favor of benefits to one's own immediate interests. In addition, there is a Madison Avenue mentality — a perspective suggesting that anything is right if the public can be convinced that it's right. The idea is that executives may be more concerned about their actions appearing ethical than by...

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Ethical Choices in Business
R C Sekhar
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Om författaren (1994)

RONALD R. SIMS is a Professor of Business at the Graduate School of Business, College of William and Mary. His recent works include Diversity and Differences in Organizations (Quorum, 1993), Training and Enhancement of Government Organizations (Quorum, 1993), Managing Higher Education in 21st Century (Quorum, 1991), and Experiential Learning Approach (Quorum, 1990).

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